Selic’s trigger to 15% per year and persistent inflation above the goal ceiling are redesigning the scenario for Cash Management of Small and Medium Companies (SMEs) BRAZILIANS.
Second Vivian Sestopartner and commercial head of XP companiesthe moment requires entrepreneurs to adopt more rational and strategic practices to protect the financial health of their business – especially in an environment where the cost of capital has become significantly higher and the economy coexists with tax and geopolitical uncertainties.
Take your business to the next level with the help of the country’s leading entrepreneurs!
Vivian warns that the real interest in Brazil has been approaching 10%, one of the largest levels since the beginning of the Real Plan, which raises the caution of banks in the granting of credit and makes funding for companies.
“Caixa is the fortress of any business. Without strategy, even surplus operations can miss opportunities or expose themselves to unnecessary risks.”
Challenging scenario
The scenario is even more challenging for SMEs, which represent 90% of the 24 million active CNPJs in the country and earns less than $ 100 million per year.
“It is necessary to bring into these companies the good practices of publicly traded companies,” says Vivian, noting that most still neglect structured investment and reserve policies.
Continues after advertising
In addition to the pressure of monetary policy, the proximity of Brazilian elections and the leadership style of US President Donald Trump increases the exchange rate volatility, creating another factor of business unpredictability that depend on import or export.
Surplus and deficit companies need different strategies
According to Vivian, surplus business often leaves the cashier without defining good allocation strategies.
The recommendation, in these cases, is separate what is operational box – intended for the company’s turnover – than can be invested in the medium and long termconsidering options such as committed operationonly IOF free investment that enhances return in the short -term cashier of companies.
Continues after advertising
For deficit companies, the orientation is Implement a thorough control of cash flowevaluate inputs and exits, revenues and expenses, coupled with preventive planning to deal with periods of seasonality.
Another crucial point is to maintain a minimum reserve of three to six months of fixed cost to ensure protection at times of instability.
Vivian states that in the lectures he gives by XP Enterprises, he presents a step by step to structure cash policies. This includes from the definition of return goals for the company’s cash to the creation of control instruments and protagonism in financial management.
Continues after advertising
Corporate alignment is also vital, according to her, so that everyone contributes to the financial margin of the business and supporting the company’s strategic decisions, especially in the face of a high Selic scenario that should remain in two digits for the coming years.
CAIXA STRATEGIC MANAGEMENT
To contain inflation, the monetary policy committee maintains Selic at 15% per year, with the possibility of a new high case the external scenario- especially the North American trade policy- presses internal prices.
The high rate, however, makes credit and limits investments, creating a dilemma for entrepreneurs who need to decide how to employ available capital.
Continues after advertising
In this environment, strategic cash management becomes not only a protective tool, but also of competitiveness.
“The opportunity cost today needs to be calculated with magnifying glass. It’s not just about saving money, but about ensuring that each real is in the right place and that the cashier works in favor of his own business.”
Role of investment advisory grows in support of the SMEs
With the complexity of the economic scenario, Vivian argues that small and medium -sized companies seek specialized support.
“The investment advisor is the one who really understands the nuances of the market and can help the entrepreneur make data based and not just feeling decisions.”
She points out that well -structured planning allows companies to take advantage of opportunities even in times of high interest rates, such as choosing applications that protect against inflation and generate positive net income.
The model defended by Vivian proposes that SME entrepreneurs and entrepreneurs incorporate governance practices, risk management and economic feasibility analysis already common in large companies listed on the Scholarship.
This includes clear policies for reinvestment of profits, application diversification and long -term financial target definition.
“It’s not the time to navigate in the dark. It’s time to have a compass, map and a good helmsman to guide the business”
